A Conceptual Framework of Organizational Integration and Product Launch Activities Proficiency on Market Success

Abstract

Market globalization leads to a highly competitive environment. A corporation must develop successful new products for sustaining its survival and growth in global markets. New product competition environments have changed in recent decades. Traditional criteria for new product success are high quality, low cost, and product differentiation. But these criteria cannot guarantee firms of new product success, especially most recently. New product development processes and product launch activities are proven in most industries to be the roots of growth and success, and are also regarded as a key to competition advantage. The new product development process, especially the new product commercialization stage, requires lots of time, money, and management resources and often costs only a little less than or sometimes more than the new product research and development stage. New product commercialization stage risk is higher than other new product development process stages. Indeed, many researches desire to know how to cross the new product commercialization stage chasm. This research attempts to identify critical constructs during the new product commercialization stage of the new product development process and presents a reasonable relationship among variables mentioned above. The authors try to offer a conceptual framework to understand new product relationships to market success so as to provide important theory structure for firms developing or analyzing competitive strategies in the future. Our research induces that in order to achieve new product development success, it is important for a corporation to have organizational integration and product launch proficiency during the new product commercialization stage